Within interprofessional health care teams, unconscious bias can exist in varying degrees. According to your textbook, what strategies can you put into place to identify cultural diversity and to create interprofessional team norms?McClelland (1953, 1987) hypothesized that the most successful leaders appear to be driven mainly by a high achievement orientation, in combination with a need to empower others and forge relationships. Further research yielded that primary motivating factors informed spe-cific leadership behavioral styles, such as directive, pacesetting, vision-ary, affiliative, participative, and coaching styles. Exclusive use of any one style can lead to unintended, negative consequences. For instance, highly directive and pacesetting leaders may micromanage and focus on goals rather than people, which can lead to demoralized and disen-gaged teams. Leaders who are myopic in their attention to relationship building may avoid giving negative feedback, avoid confrontation, and worry so much about people that they lose their ability to objectively evaluate performance. Leaders who had a repertoire of visionary, affili-ative, participative, and coaching behaviors created energizing work climates, but those who were primarily pacesetting tended to create neutral or demotivating work climates. The most effective leaders are those who have a curiosity and respect for their own and others’ needs, motivation, strengths, and weaknesses, and preferred modes of learning (Table 5-1). Effective leaders also have an ability to adjust their style to TABLE 5-1 Leadership Style SummaryLeadership Style Focus PurposeDirectiveMoving toward immediate action, give clear directionsDecisive action in emergency situationsVisionaryClear communication, move people toward shared dreamsProvide redirection for change initiativesAffiliativeHarmonious relationships Bridge building and motivation during stressful timesParticipativeConsensus building, engagement, and commitmentDeveloping collective buy-inPacesettingMeeting challenges Achieving high-quality results with highly competent teamCoachingDevelopment and mentoring of othersBuilding long-term team and organizational capabilitiesData from Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006). Leadership run amok: The destructive potential of overachievers. Harvard Business Review, 84(6), 72–82.86 | Chapter 5 Leadership Building BlocksRead Chapters 5, 6, and 7 in The Interprofessional Health Care Team: Leadership and Development.
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